Open AccessThe implementation of performance management in the Cape Town Municipality: 1996-2000
Author(s) -
Robert Cameron,
Bill Sewell
Publication year - 2003
Publication title -
south african journal of economic and management sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.277
H-Index - 17
eISSN - 2222-3436
pISSN - 1015-8812
DOI - 10.4102/sajems.v6i2.3312
Subject(s) - normative , politics , performance management , public administration , cape , process (computing) , process management , political science , operations management , business , management , economics , computer science , law , operating system
The aim of this article is to describe, interpret and critically analyse the political and managerial processes which the newly constituted Cape Town Municipality (CTM) followed in initiating and implementing its performance management approach from 1996-2000. The following research questions were posed: (i) How clearly were the political-administrative vision and values of the CTM formulated and developed? (ii) How was achievement of strategic performance objectives facilitated through management effectiveness and efficiency? (iii) How effectively was a normative framework of international best practice implemented by the CTM? (iv) What was the impact of political and union attitudes and actions on performance management principles and practice? (v) What issues of co-ordination and co-operation were evident in the process?
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